Mark Solomon joined DC VELOCITY as senior editor in August 2008, and was promoted to his current position on January 1, 2015. He has spent more than 30 years in the transportation, logistics and supply chain management fields as a journalist and public relations professional. From 1989 to 1994, he worked in Washington as a reporter for the Journal of Commerce, covering the aviation and trucking industries, the Department of Transportation, Congress and the U.S. Supreme Court. Prior to that, he worked for Traffic World for seven years in a similar role. From 1994 to 2008, Mr. Solomon ran Media-Based Solutions, a public relations firm based in Atlanta. He graduated in 1978 with a B.A. in journalism from The American University in Washington, D.C.
Over the next nine years, can America's heavy-duty truck fleets cut 40 percent of their fuel consumption and carbon emissions? A consortium of 12 food and apparel companies, all of whom have rich environmental pedigrees, thinks they can. So does the nonprofit advocacy group the Environmental Defense Fund (EDF).
The founder of startup trucking information website Trucks.com, who cut his teeth as CEO of online car-purchasing site Edmunds.com, said it's economically impractical even if the technology is available to do it. The American Trucking Associations (ATA), which represents the nation's big fleets, thinks it's somewhat ridiculous to look out that far ahead because no one has a crystal ball on available technology and economic activity, among everything else.
In an April 1 letter, the shipper consortium urged the Environmental Protection Agency and the Department of Transportation to require big rigs to meet even tougher standards for fuel and greenhouse gas (GHG) reductions than the Obama Administration has proposed for a new phase of vehicle environmental standards set to begin in 2018. EPA and DOT are expected to publish final rules in late summer or in the fall.
According to the letter, a 40-percent cut in fuel use would raise a loaded big rig's efficiency to 11 miles per gallon by 2025. Currently, the most efficient heavy-duty truck gets about 7 mpg. Fleets would experience lower life-cycle costs as soon as the new fuel-efficient trucks entered service, the group said, citing test results from the Department of Energy's "Smart Truck" program. By 2040, the typical big truck would save 21 cents per mile in fuel costs and the industry in total would save about $25 billion a year, according to the letter.
Among the group's members are Minneapolis-based General Mills Inc.; Waterbury, Vt.-based Ben & Jerry's Homemade Inc., a unit of the multinational food and personal-care company Unilever PLC; Richvale, Calif.-based Lundberg Family Farms, and Londonderry, N.H.-based Stonyfield Farm Inc., a unit of French food giant Danone. Ventura, Calif.-based apparel manufacturer Patagonia Inc. is the only nonfood company member.
EDF, for its part, has proposed a more aggressive fuel-consumption cut for big rigs. Its proposal calls for an overall 40-percent reduction, spread across all truck asset classes. However, because EDF's formula is a weighted average based on the volume of fuel consumption, the heavy-duty trucks that are the biggest guzzlers would be required to cut by 46 percent.
Jeremy Anwyl, CEO of Trucks.com, doesn't buy the push for tougher fuel-economy standards. If the payback was so robust and rapid, fleets and independent drivers alike would rush on board, borrowing capital in confidence that they would be repaid in spades, Anwyl said. The fact that such a change would need to be regulated, rather than dictated by market forces, indicates the math simply doesn't work, especially with diesel-fuel prices still hovering near multiyear lows, he said.
Instead, the shipper group should focus on the environmental benefits, which are more clear cut, and on who should ultimately pay for the investments needed to reach GHG-reduction goals, Anwyl said.
Jason Mathers, senior manager of EDF, said strict measures are in the best interests of shippers because they require the trucking industry to stay the fuel-efficiency course and not be swayed by short-term energy-price fluctuations. "As this industry learned just a few years ago, it takes time to improve fleet fuel efficiency," Mathers said in an e-mail. Efficiency practices aren't "something that can be flipped on when diesel goes north of $4 gallon," he said.
As of this past Monday, nationwide on-highway diesel prices stood at $2.27 a gallon, about 30 cents a gallon above 13-year lows hit earlier this year, but still 60 cents a gallon below the already low prices of May 2015.
Solheim acknowledged that fleet owners view fuel-efficiency investments differently when diesel is $2.30 a gallon than when it's $4.00 a gallon or higher. The value of stricter efficiency standards is that they "act as a hedge" against fuel price volatility, and the higher prices that may be a byproduct of those swings, he said.
Glen Kedzie, who heads energy and environmental issues at ATA, said it can't evaluate the group's proposal because no one knows what technology will be available nine years out to support the objective, or whether the technology would be effective. Kedzie said it's easy for outsiders to make projections when they're not in the shoes of the fleet owner. Unless fleets are reasonably certain that they can achieve a solid return on investment, they won't commit, Kedzie said.
The proposed EPA-DOT regulations will run until 2027, making it one of the longest rule-implementation cycles in trucking history. The Administration projects that, by 2027, big truck fuel consumption and GHG emission levels will be cut by 32 percent from 2017 levels. The rules will be imposed on truck, trailer, and engine manufacturers, but fleets will foot much of the bill as those costs get passed on.
Complying with the tougher standards will end up costing an owner of a typical "Class 8," or heavy-duty, truck about $16,800 by 2027 compared with 2017 levels, according to Administration projections. Kedzie said, however, that the government's estimate is dramatically understated because it doesn't include the higher costs of maintenance, warranties, and driver and vehicle down times.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.